What are the approaches in Police Planning
What are the approaches in Police Planning
A variety of approaches are employed in the planning process. Each is unique and can be understood
as a method of operationalizing the word ‘planning’. There are basically 5 major approaches to
planning which are:
This model is based on a problem-oriented approach to planning especially appropriate for police
agencies. It relies heavily on the problem identification and analysis of the planning process. It can
assist police administrators and solutions that often confront law enforcement.
a. Prepare for Planning – the task of planning should be detailed in a work chart that specifies
(a) what events and actions are necessary, (b) when they must take place, (c) who is to be
involved in each action and for how long, and (d) how the various actions will interlock with
one another
b. Describe the present situation – planning must have a mean for evaluation. Without an
accurate beginning database there is no reference point on which to formulate success or
failure.
c. Develop projections and consider alternative future states – projections should be written
with an attempt to link the current situation with the future, keeping in mind the desirable
outcomes. It is important for the police executive to project the current situations into the
future to determine the possible, probable, and desirable future states while considering the
social, legislative, and political trends existing in the community.
d. Identify and analyze problems – the discovery of the problems assumes that a system to
monitor and evaluate the current arena is already on place. Closely related to the detection
and identification of issues is the ability of the police to define the nature of the problem,
that is able to describe the magnitude, cause, duration, and the expense of the issues at
hand. A complete understanding of the problem leads to the development of the means to
deal with the issues.
e. Set goals – making choices about goals is one of the most important aspects of planning. It
makes no sense to establish a goal that does not address a specific problem. Remembering
that the police departments are problem oriented, choices about goals and objectives should
adhere to the synoptic model.
f. Identify alternative course of action – as stated earlier, alternatives are means by which goals
and objectives can be attained. These are options or possible things to be done in case the
main or original plan is not applicable
1. Strategic Analysis – this include the study on the course of actions; suitability studies;
feasibility studies; acceptability studies; and judgement.
a. Suitability – each course of action is evaluated in accordance with general policies, rules,
and laws
b. Feasibility – these include the appraisal of the effects of a number of factors weigh
separately and together
c. Acceptability – those judged to be suitable and feasible are then realized in acceptability
studies
2. Cost-effectiveness Analysis – this technique is sometimes called cos-benefit or cost
performance analysis. The purpose of this form selection is that the alternative chosen
should maximize the ratio of benefit to cost.
3. Must want Analysis – this method of selecting a preferred course of action combines the
strengths of both strategic and cost effectiveness analysis. Must wants analysis is concerned
with both the subjective weights of suitability, feasibility, and acceptability and the objectives
weights of cost versus benefits.
4. Plan and carry out Implementation – the police administrator must be aware that the
implementation requires a great deal of tact and skill. It maybe more important how an
alternative is introduced to a police department than what actually is.
5. Monitor and evaluate progress – evaluation requires comparing what actually happened
with what was planned for-and this may not be a simple undertaking. Feedback must be
obtained concerning the results of the planning cycle, the efficiency of the implementation
process, and the effectiveness of new procedures, projects or programs. This is an important
step of synoptic planning, trying to figure out what, if anything happened as a result of
implementing a selected alternative.
6. Summation of the synoptic planning approach – this can be done by making a summary of
the presentation, could be tabular or other forms of presentation.
7. Report the Planning Process – repetition of the process of planning enables the planner to
thresh out possible flaws in the plan.
2. INCREMENTAL Planning – Incrementalism includes that long range and comprehensive planning
are not only too difficult, but inherently bad. The problems are seen as too difficult when they
are grouped together and easier to solve when they are taken one at a time and broken down
into gradual adjustments over time.
3. TRANSACTIVE Planning – it is carried out in face-to-face interaction with the people who are to
be affected by the plan and not to an anonymous target community of beneficiaries. Techniques
include field surveys and interpersonal dialogue marked by a process of mutual learning.
4. ADVOCACY Planning – beneficial aspects of this approach include a greater sensitivity to the
unintended and negative side effects of plans.
5. RADICAL Planning – the first mainstream involves collective actions to achieve concrete results in
the immediate future. The second mainstreams is critical of large-scale social processes and how
they permeate the character of social and economic life at all levels, which, in turn, determine
the structure and evolution of social problems.